In line with a regulatory mandate to define our performance trajectory over the next five years, Ikeja Electric is in the process of developing a performance improvement plan (PIP) and we require key input from our stakeholders to help prioritize our focus areas of performance improvement. The following sections capture our proposed plan and our areas of priorities, while section 2 includes a questionnaire to capture the feedback from you, our stakeholders. We believe your input is key to successfully developing and executing this plan. Over the next five years, Ikeja Electric will continue to build customer and stakeholder confidence in our business and processes by continuous engagement to ensure we capture feedback on our performance and by identifying new areas of service delivery improvement in line with our commitment to innovation.
1.1 IE PIP Summary
We are committed to adequately powering Africa’s most populous city, Lagos. We understand that our activities impact on millions of Nigerians and their businesses on a daily basis, so we are strategically driven to deliver improved standards of living to the numerous Nigerians who depend on our services by lighting up homes and businesses, thereby stimulating economic growth and development “BY BRINGING ENERGY TO LIFE”.
For Ikeja Electric, we are committed to our vision of being the provider of choice wherever energy is consumed, and we remain dynamic and innovative in our approach to realizing this vison. Our goal is to generate and increase value for our customers, shareholders and other stakeholders in a sustainable manner while responsibly managing the socio-economic and environmental impacts of our activities. We are constantly improving on our service delivery and customer service standards while aiming at surpassing performance standards.
Since takeover we invested heavily in improving our systems and infrastructure geared towards improved service delivery and meeting our target baseline Aggregate, Technical, Commercial and Collection (ATC&C) losses. A huge amount of investment (funds, human capital development, etc.) has gone into acquiring leading edge information technology (IT) infrastructure to achieve automated systems geared towards eliminating the incidence of human errors in order to significantly reduce losses. This has culminated in a substantial improvement in the reduction of our collection and commercial losses, with an ATC&C loss target of 21.3% by the end of 2019, from 41%, which was submitted to NERC for the baseline loss study in 2014.
To consolidate on our successes, which has focused on building customer and stakeholder confidence in our business and processes, and advance our vision of being the provider of choice wherever energy is consumed, our PIP focuses on reducing losses by driving efficiency through improvement in business processes and implementing strategies to actualize our goals over the next five years (2020 – 2024). Some of these goals include reducing our ATC&C losses to 8.8% by 2024, recording zero deaths and casualties to both employees and stakeholders in our coverage area, achieving 100% metering of all customers by 2022, and achieving at least 95% customer satisfaction by 2024.
Key challenges such as the lack of a cost reflective tariff, eligible customer declaration, customer apathy to payments, energy theft and meter bypass continue to plague our business and in effect, the market illiquidity being experienced by NESI. Our ability to attain our goals depends on the successful implementation of our risk mitigation strategies and obtaining the necessary regulatory support over the next five years. The challenges in the industry are daunting, the stakes are high, but we are determined to succeed.
1.2 IE Achievements 2014-2019
- By strengthening the distribution network, we were able to reduce the frequency of electric service interruptions to our customers by 21% compared to 2013 levels of 6,724.
- Established an improved organization structure to set the foundation for the business transformation we hope to achieve in the coming years.
- Established a state-of-the-art customer care infrastructure that has a fully integrated Customer Relationship Management (CRM) application for managing customer complaints and requests.
- Reduction in the frequency and duration of electric service interruptions to our customers by 62% in 2015 compared to 21% in 2014.
- Implemented an improved organizational model that was geared towards increasing the number of customer touchpoints to drive better customer service experience for our customers while reducing costs and promoting greater efficiency in our operations.
- Implemented an upgrade of our customer service infrastructure to further improve our customer service track record.
- Centralization of billing operations as means of driving more operational efficiency and reducing losses.
- Over 4,000 maximum demand (MD) customer meters were installed (2,344 meters were at the Distribution Transformer level, 300 meters (both incoming and outgoing feeders) were installed at the 11kv feeder level; 493 MD meters) while 29,633 non-maximum demand (Non MD) customer meters were installed.
- “Oshodi Model BU project”, which was designed with the aim of ensuring exceptional service delivery and operational efficiency through the deployment of the people, processes and technology was required to improve the overall customer experience.
- Expansion of platforms for customer engagement, which included the introduction of the Live Chat platform.
- Continuation of the Customer Enumeration, Technical Audit and Asset Mapping exercise (CETAAM).
- 60% metering of over 14,000 distribution transformers within our network. This has helped in better energy accounting and estimation of bills for customers yet to be metered.
- Deployment of a new estimated billing methodology to address complaints from customers, which helped to reduce customer complaints recorded on estimated billing by 21.5%.
- Continued metering. Over 32,000 customer meters were successfully installed in 2016.
- Successful completion of both the Occupational Health and Safety Assessment
- Successful stage 1 audit for International HSW certifications, Series (OHSAS) 18001:2007 and ISO 9001:2008.
- Reduction in ATC&C losses from 49.2% in 2016 to 38.62% in 2017
- Business process automations such as Mobi works application, Estimated Billing Methodology EBM software, Meter Reading software
- 744 meters deployed under the Debt-for-Metering scheme
- OHSAS 18001:2007 certification awarded.
- ISO 9001:2008 certification awarded.
- Reduction in ATC&C losses from 38.62% in 2017 to 31.8% in 2018
- Established and inaugurated functional i-Empower (QHSE Academy) to help develop in-house safety leads (Safety Leadership Team) companywide.
- 22,248 meters installed under the Debt-for-Metering scheme out of XX to be metered
- Launched Beyond Zero, Take Ownership programs and i-SAFE App for easy and faster escalation of hazards.
- Reduction in ATC&C losses from 31.8% in 2018 to 26.5% in 2019 August YTD
- Successful establishment of a fully operational customer care unit with walk-in centres, call centres, and on-line chat with our customer service operatives.
- Customer enumeration, asset mapping and metering (inclusive of AMI metering of 32,295 customers) to ensure improved energy accounting and maintenance of assets throughout the network.
1.3 IE PIP Goals 2020-2024
Performance Indicators (KPIs)
defined in privatisation
|1||Reliability/ availability||Number of customer Interruptions (#)||10,845||8,676||6,941||5,553||4,442||3,554|
|2||Metering||Number of new consumer meters installed||10,550||420,000||367,199||141,212||As Required||As Required|
|3||New connection/ network expansion||Number of new customer connections||38,840||54,750||157,000||137,699||As Required||As Required|
|4||Customer satisfaction||Customer Resolution (%)||85.0||85||87||90||92||95|
|5||Safety||Number of deaths and number of accidents||0
|6||Social responsibility||Number of Community outreaches per year||4||4||4||4||4||4|
Investing in improving the availability/reliability of power supply enable us to increase revenues and recover our costs. Supporting the Meter Asset Provider (MAP) metering exercise of our customers and investing in network metering infrastructure is top priority for us as we believe that it will greatly reduce commercial and collection losses within our network. Our investments in state-of-the-art technology will provide us the platform for real-time monitoring of our network performance and business operations, which will allow us to perform efficiently. Our planned training programmes will equip our workforce with the capacity required to deliver their KPIs efficiently. We will also keep engaging our stakeholders to identify their challenges and priorities to develop the required solutions for optimal customer satisfaction.
2 IE Stakeholder Questionnaire
In the table below, kindly rank the Key Performance Indicators (KPI) in order of priority for you as a stakeholder of Ikeja Electric, in the order of High, Medium and Low. For example, if network expansion is high priority for you, “New Connection/Network Expansion” should be ranked “High”.
|No.||Key Performance Indicators||KPI definition||Stakeholder Priority Rank|
|1||Energy Supply||Premium energy supply. This will guarantee at least 23 hours daily supply but at a tariff higher than current grid supply. E.g. Magodo model.|
|2||Reliability/ availability||Reduction in the number of customer interruptions (#) i.e. the number of times you experience power cuts|
|3||Metering||Increase in the number of new consumer meters installed. This will help reduce and end estimated billing.|
|4||New connection/ network expansion||Number of new customer connections. This will make it easier for a stakeholder to connect a new building to IE’s network.|
|5||Customer Resolution (%)||Customer satisfaction|
|6||Safety||Increase in safety trainings and initiatives for stakeholders.|
|7||Social responsibility||Number of community outreaches per year|